(c) 2015 Trina Lambert
Excuse me while I skip ahead to educational lessons I learned not while studying humanities, but while pursuing something totally different: an MBA. Sometimes my inner MBA rises up and pushes all that humanities knowledge to the side—though I’d like to think the analytical skills I honed in classes such as English literature led to my not only being able to analyze plots, characters, and themes, but also to do so with balance sheets, customer service philosophies, and branding decisions. Maybe that’s just why some people in the business community would rather not hear what I have to say.
So one of the big buzz words these days is branding. Branding this, branding that, branding yourself, branding your corporation, branding your non-profit, whatever. Really, it’s simply what Shakespeare brought up in Hamlet—to thine own self be true. And when you apply that to a business, branding is about making sure that the goodwill about your organization remains consistent with your mission and how you want those values communicated in the commercial world.
With large organizations, we, the customers, supposedly know what to expect if the company has created its brand well and protects it well. Whether I go to a Wendy’s by my home or thousands of miles away, there is this consistent feel to what it means to eat at a Wendy’s. Though menu variety and pricing fluctuates in minor ways from state-to-state, Wendy’s is still Wendy’s. If I want something else, then I go to the local Mom & Pop restaurant that does what it does—in a consistent or inconsistent manner—but knowing that that restaurant has its own way of doing things. If there’s no formula, as the consumer I take the risk that my experience will turn out better or worse than my expectations. Branded organizations such as Wendy’s are essentially making a promise that Wendy’s is what it is—nothing more or nothing less—but that I can mostly rely on a standard expectation of what going to a Wendy’s means. If that is not true, then Wendy’s brand begins to slip in the consumers’ minds.
Which is why I am flabbergasted to discover that the stand-alone Verizon store by my house is not what’s called a direct store, but an indirect store, similar to those found inside Target or Wal-Mart, according the Verizon representative.
Back story: what began as a simple online chat to discover how to access the discounts on Verizon accessories we were supposed to receive on our most recent purchase, led to my discovery that our Verizon store was in fact not a Verizon store. Now mind you, this did not come out until the representative finally figured out why she could not access my receipt, despite my giving her the invoice number and the time stamp. This is an hour of my life that I will never get back, but what I discovered about the business practice employed also makes no sense.
OK—so we can get the discounts applied through this local store. Small problem will get resolved—although I have to think it shouldn’t take me an hour to discover just why the branded representative could not resolve my problem herself. Plus, I think she should have been given some systemic way—through the receipt number or something—that indicated to her that I had in fact made the purchase at one of these so-called indirect stores.
However, the big issue comes down to trust. If I am not walking into an obvious indirect store, such as those in discount stores, why would I not think that a store that has the Verizon name on its walls is anything but a real—I mean direct—Verizon store? Frankly I don’t even know if our purchase price and the associated services are any different from what we could get in a direct store, but I do know I feel duped. We wanted to upgrade this Verizon phone through a direct store as we had done for every phone we have gotten since 2007—including the three phones we upgraded this year.
It’s not up to the customer to realize that the store he or she is visiting is a different sort of store—this information should be obvious. My experience with the brand told me a store meant one thing but apparently Verizon is using its brand for more than one kind of a store. That makes no sense to me—either as a customer or as a person who studied business. By making this issue confusing to the average customer, Verizon is muddying what its brand means and is at risk for introducing doubts about what else it might be muddying. I, for one, feel as if every time I go in such a store that I receive a different story about what costs are and what services come with what. By obfuscating what a store is or isn’t, Verizon is also leaving me to question the trustworthiness of these other practices.
I can’t say if Verizon is being true to me, but I have to say that it may not be being true to its own self—by introducing doubt into what is really included in its brand. But here’s what this one particular customer wants—that direct stores have a standardized look that is distinctly different from indirect stores. Maybe Verizon thinks the look is different enough, but if it is, it’s not so different that I knew that this local store is not the same kind of store as the ones I’ve patronized in the past.
The humanities taught me to question and analyze concepts presented to me as truths, while what I learned in business school taught me the hows and whys behind business concepts. In either case, what I gained was a deeper ability to dig beneath the surface to understand when something made sense—and when it didn’t.
To thine own brand be true—that’s just good sense—business or otherwise.